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7 Questions with Mark Kapczynski
helps you in your leadership.
7 Questions with Mark Kapczynski
Name: Mark Kapczynski
Current title: CMO
Current organisation: Gooten
Mark Kapczynski is the Chief Marketing Officer of Gooten, founded in 2015, Gooten operates a smart supply chain for brands that are looking to optimize their eCommerce business with on-demand manufacturing. He is responsible for all facets of marketing including branding, content marketing, customer acquisition, and loyalty programs.
Beyond Gooten, Mark is the Executive Director of the UCLA Venture Capital Fund, supporting innovation by young Bruin entrepreneurs. He also spends time advising first-time entrepreneur startup businesses as part of the SBA’s Bixel Exchange. Mark holds over 15 patents from his work in data, consumer services and digital media.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Building teams, especially during covid, where many team members have never even met in person
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Becoming a leader of a large enterprise comes through hard word at building your craft along with maintaining an active network of relationships across your industry. I have never been hired through a recruiter or a search firm - it's all about who you know and who knows you.
3. How do you structure your work days from waking up to going to sleep?
I have 2 young kids - so work days revolve around their schedule. I try to get up early and work with my team members on the east coast. Mid-morning when the kids are up, I can make them breakfast and ensure they are doing schoolwork. Then return to work through the end of the day with my team on the west coast. My kids are active in baseball, so after work it is off to baseball practice. After that is getting them home and ready for bed. After bedtime - put in a couple more hours of work and then rest up for the next morning.
4. What's the most recent significant leadership lesson you've learned?
The main one is to hire the people you know are the right ones vs hiring who is available. Sometimes saying no to a candidate is hard but you have to hire the right folks and it's ok to take your time to get it right. Do not rush the process. The other key lesson is focus on the highest and best use for all of your resources - make the needed changes to constantly optimize the business and your resources.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
I think it is Traction which teaches the EOS methodology. So much of what you do as a leader is to work with teams to ultimately maximize the output of the team. The EOS methodology helps to build traction within a business, teams, and the market. It simplifies and structures team-member interactions and how to drive to creation "traction"
6. How do you build leadership capacity in a large enterprise?
The key is hiring a great group of direct reports so that you can have them become the next wave of senior leaders and help them to build their own teams.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Always know your purpose--the why? the reason you do what you do and who you do it for. I realized building one of my startups that even though I was the CEO - I was building the company for everyone but me. Once I realized this - I knew it was time for me to move on and find something that I was more passionate about.